In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.
The object of Start, Stop, Continue is to examine aspects of a situation or develop next steps. Additionally, it can be a great framework for feedback
Sometimes responsibilities aren’t clear. By creating a RACI (Responsible, Accountable, Consulted, Informed) matrix, a group will tackle the responsibility problem directly.
The 20/20 Vision game is about getting group clarity around which projects or initiatives should be more of a priority than others. Because employees’ attention is so often divided among multiple projects, it can be refreshing to refocus and realign more intently with the projects that have the biggest bang for the buck. And defining the “bang” together helps ensure that the process of prioritization is quality.
With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.
Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.
We don’t truly have a good grasp of a situation until we see it in a fuller context. The Context Map is designed to show us the external factors, trends, and forces at work surrounding an organization. Because once we have a systemic view of the external environment we’re in, we are better equipped to respond proactively to that landscape.
Every meeting deserves a plan. Note that a great plan can’t guarantee a great outcome, but it will help lay down the fundamentals from which you can adapt. Sketch out these fundamentals by using the 7Ps framework.
The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.
By using the metaphor of a sailboat, teams can articulate what is working well and also, what is holding the organization back. Individually think about and note down:
What is moving us forward and What is Holding us back in as an organization or team.
Moving us forward: what's working for us, what's really good.
Holding us back: what challenges are we facing?
The 4Cs game is a quick way to gather and organize information about any subject using four common key concepts.
Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.